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The real mechanism for corporate governance is the active involvement of the owners.

Lou Gerstner

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Lou Gerstner
Age: 82
Born: 1942
Born: March 1
Business Executive
Businessperson
Mineola
New York
Real
Governance
Involvement
Mechanism
Owners
Corporate
Active

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Our military should be trained and structured around missions, not the elements of air, water, and land.
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Computers are magnificent tools for the realization of our dreams, but no machine can replace the human spark of spirit, compassion, love, and understanding.
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I look for people who work to solve problems and help colleagues, I sack politicians.
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I don't want to use the word reorganization. Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.
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You can never be comfortable with your success, you've got to be paranoid you're going to lose it.
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We built this company from the customer back, not from the company out.
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I have always believed you cannot run a successful enterprise from behind a desk.
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Watch the turtle. He only moves forward by sticking his neck out.
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We do not need Departments of Commerce, Labor, and Education we need a single Department of Skills that will promote an integrated approach to global competitiveness.
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You don't get points for predicting rain. You get points for building arks.
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For the first month, I listened, and I tried very hard not to draw conclusions
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If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them?
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A lot of people saved IBM. Yes, I was the leader of that team but I could never have done it without a group of IBMers helping me.
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I'm leery of legislative solutions to what is morality.
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Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.
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Never confuse activity with results.
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Every now and then, a technology comes along that is so profound, so powerful, so universal, that its impact will change everything. It will transform every institution in the world. It will create winners and losers, will change the way we do business, the way we teach our children, communicate and interact as individuals.
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The thing I have learned at IBM is that culture is everything.
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People don't do what you expect but what you inspect.
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The last thing IBM needs right now is a vision.
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